Misra,D.C.(2009) Change Management For E Government 24.10.2009

Change Management for E-government by Dr D.C.MISRA

A Presentation

by

Dr D.C.MISRA

eGov Consultant

New Delhi, India

Tel: 91-11-22452431

E-mail: dc_misra [at] hotmail.com

Importance of Change

“ … ..that it is not the strongest of the species that survive,

nor the most intelligent,

but that are most responsive to change…..”

--------- Charles Darwin

(No evidence that Darwin said or wrote it!)

What is proposed to be covered?

Definition

Dimensions of Change

Types of Change

Models of Change

Change in Government

Change due to E-government

Conclusion

I. Definition

What is Change ?

A new and unfamiliar state.

What is Change Management ?

A systematic approach to dealing with change.

Change Management has several dimensions :

II. Dimensions of Change

State : Present and New State

Transition : From Present to New State

Planning : For change

Implementation : For change

Technology : Change for new technology

Training : For change

Cost : Cost-Benefit Analysis of change

Monitoring and Evaluation : Of change

Adoption : By organisation and individuals

Change Management : Managing change

III. Types of Change

Planned and Emergent (Unplanned) Changes

Episodic (Replacement of one programme by another) and Continuous (ongoing/incremental) Changes

Developmental (improving existing situation-first order), Transitional (new state-second order) and Transformational (radical, second order) (Ackerman)

Change due to E-government

Change for E-government

IV. Models of Change

7 S Model

PESTELI Model

Five Whys

Theory of Constraints

Forced Field Analysis

CEC Model

Business Process Reengineering

Beckhard and Harris Model

ADKAR Model

Change Management Iceberg

1. 7S Model

Waterman, Peters and Phillips (1980) developed it working for McKinsey

Peters and Waterman surveyed 62 successful US companies in the late 1970s using the 7S Model.

Their book In Search of Excellence (1982) became a management bestseller in 1980s

7S Model

Strategy (Plan of Action)

Structure (Organisational Chart)

Systems (Procedures)

Staff (Personnel)

Style (Management Style)

Shared values (Guiding values)

Skills (Capabilities)

2. PESTEL Model

It is a checklist for understanding change:

P: Political factors

E: Economic factors

S: Social factors

T: Technological factors

E: Ecological factors

L: Legislative factors

3. Five Whys

Senge et al. (1994)

Simple tool for analysis of a Problem

Why? ( My Internet connection broke down )

Why? ( There were repairs in nearby room)

Why? (His Internet connection broke down)

Why? (There was no proper maintenance)

Why? (There was no supervision)

Answer: Repairs must be supervised.

4. Theory of Constraints

Goldratt and Cox, 1993

Goldratt and Cox (1992): The Goal , Goldratt (1994): It’s not luck , Goldratt (1997): Critical Chain , Goldratt and Cox (2004): The Goal : A Process of Ongoing Improvement

View a process as a whole. (All phases)

Identify constraints that impede the flow

Ease the identified constraints to improve the flow

The flow at the slowest phase will be the speed of flow of the entire process.

5. Forced Field Analysis

Force field analysis (Lewin, 1951)

Tells us whether organisational change will occur.

Based on concept of “force,” or people’s perception of change

Driving forces

Restraining forces

Equilibrium

Forced Field Analysis

Lewin’s Three Fundamental Assertions :

1. Increasing the driving forces results in an increase in the resisting forces; the current equilibrium does not change but is maintained under increased tension .

2. Reducing resisting forces is preferable because it allows movement towards the desired state, without increasing tension.

3. Group norms are an important force in resisting and shaping organisational change.

Source: Iles and Sutherland 2001 © Dr D.C.Misra 2009 October 24, 2009

6. The CEC Model

Peter Senge, founder of the Centre for Organizational Learning, MIT's Sloan School of Management

Fifth Discipline: The Art and Practice of Learning Organisation (1990)

Difference between C ommitment , Enrolment and

Compliance

Commitment-Apathy Continuum

No need to for everyone to be “fully committed”

to change

Analyse who needs to change and to what extent and

draw straegy for change accordingly

The CEC Model

Commitment, Enrolment and Compliance

Commitment Enrolment Genuine Compliance Formal Compliance Grudging Compliance Non-compliance Apathy Figure: Commitment-Apathy Continuum Source: Based on Iles and Sutherland 2001 © Dr D.C.Misra 2009 October 24, 2009

7. Business Process Reengineering

Hammer and Champy (1993)

BPR: ... the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed.

Steps in BPR :

1. Prepare the organisation

2. Fundamentally rethink the way that work gets done

3. Restructure the organisation around the new business process.

4. Implement new information and measurement systems to reinforce change.

8. Beckhard and Harris Change Model

Beckhard and Harris Change Model (1987) is a formula

It is attributed to David Gleicher

It supercedes Taylor’s scientific management (Taylorism) based on “command-and-control” aproach which assumed:

Workers work, Managers think

Taylorism, reflective of industrial age, has been replaced by “human relations movement” recognising worker involvement

Beckhard and Harris Change Model

Beckhard and Harris formula states that

D x V x F > R

where D= Dissatisfaction

V= Vision

F= First Steps

R= Resistance

Note that no factor on left hand side should be zero, otherwise change will also be zero.

9. The ADKAR Model

Awareness of the need to change

Desire to participate and support the change

Knowledge of how to change (and what the change looks like)

Ability to implement the change on a day-to-day basis

Reinforcement to keep the change in place

10. Change Management Iceberg

This model of Wilfried Krüger deals with barriers to change

It is strong visualisation of change in organisations

The tip of the iceberg is seen by change managers while the rest is ignored

Change managers thus consider Cost, Quality and Time (Issue Management)

Change Management Iceberg

Below the surface there are two more dimensions of Change and Management:

(i) Management of Perceptions and

Beliefs

(ii) Power and Politics Management

Below the surface are Promoters , Opponents , Hidden Opponents and Potential Promoters

V. Change in Government

Sources of Change in Government

Electoral Process , for example, General Elections every five years

Such change in Government means basic

“ 3P Changes,” namely, in Policies, Programmes and Personnel

Legislative Process , for example, by passing an act of Parliament

Change in Government

Such change may create new entities like Department of IT, Computer Board and CIO

Media , for example, by urging change in specific public policies and programmes

Society , for example, by inducing changes in public policies and programmes due to increased expectations, availability of new technology, etc.

Civil Service , for example, by suggesting changes in public policies and programmes while contributing to their development or implementing them

VI. Change due to E-government

Fear of new Technology

Disrtuptive nature, break with past

Lack of Knowledge and Skills in Computer hardware and software

Diffficulties in joining Gov with IT to make

E-gov, or Gov+IT=E-gov

Radically new methods of working and procedures

Absence of Training/Coaching/Ready Help

VII Conclusion

Change is very difficult to achieve in E-government

A carefully drawn up change management plan prepared in consultation with all stakeholders alone can help

The change management plan should be part of a larger e-business plan for e-government

Change Management for E-government

With this I conclude my presentation.

Thank you for your attention.

And Have a Nice Day!

Misra,D.C.(2009) Change Management For E Government 24.10.2009

0 comments

Notes on slide 1

Favorites, Groups & Events